The Management Process test 1
For companies whose main products will not be seen by consumers and whose skills lie in productivity anonymity, a could be to create a brand image to create a distinctive competence. a. strategic reference point b. tactical benchmark c. strategic mission d. core advantage e. competitive sustainability
. a. strategic reference
An organization is experiencing been successful in the past. a. strategic dissonance b. strategic inertia c. competitive dissonance d. competitive inertia e. sustained competitive disarray when it is reluctant to change strategies or competitive practices that have
competitive inertia
The highly fragmented chemical industry in Europe has experienced decreasing profits in an industry reluctance to change the way it conducts business, especially in how it competes against lower-priced U.S. imports. This is an example of . a. competitive dissonance b. strategic apathy c. competitive inertia d. strategic inertia e. competitive apathy
competitive inertia
While is a problem strongly associated with top managers, is a problem more likely to be associated with middle and lower-level managers. a. competitive dissonance; strategic inertia b. differentiation discrepancy; strategic dissonance c. strategic inertia; competitive dissonance d. strategic dissonance; competitive discrepancy e. competitive inertia; strategic dissonance
competitive inertia; strategic dissonance
In any organization, the are the less visible, internal decision-making routines, problem-solving processes, and organizational cultures that determine how efficiently inputs can be turned into outputs. a. imperfectly imitable resources b. valuable resources c. distinctive competencies d. core capabilities e. sources of innovation
core capabilities
Imagine Dow Chemical is conducting a situational analysis. According to its sales, Dow is the second largest chemical company in the world. BASF is the largest. Both companies use a similar strategy. Within Dow's situational analysis, BASF would be classified as a . a. cash cow b. primary firms c. unrelated firm d. core firm e. secondary firm
d. core firm
In a situational analysis, a strategic group is a group of that top managers choose for comparing, evaluating, and benchmarking their company's strategic threats and opportunities. a. non-industry specific companies b. expert managers c. trade journals and other relevant periodicals d. other firms within an industry e. consulting firms that use the Delphi technique
d. other firms within an industry
Which of the following must be met if a firm's resources are to be used to achieve a sustainable competitive advantage?
imperfectly imitable resources
. An organization is experiencing when there is a discrepancy between upper management's intended strategy and the strategy actually implemented by the lower levels of management. a. horizontal conflict b. character of the rivalry c. strategic dissonance d. competitive inertia e. an organizational roadblock
strategic dissonance
Which of the following is a mechanism used to examine external threats and opportunities facing a firm as well as its internal strengths and weaknesses? a. organizational scanning b. internal marketing c. corporate strategy d. benchmarking e. a situational analysis
a situational analysis
. Specialized Bicycle Components, Inc. introduced the first major production mountain bike in 1980. Two-thirds of its profits come from the sale of mountain bikes. It is recognized worldwide for its ability to design and produce superior mountain bikes. This ability is its . a. customer sustainability b. organizational advantage c. relative competence d. distinctive competence e. superlative advantage
distinctive competence
47. While are tangible, are not. a. core capabilities; distinctive competencies b. competitive advantages; differential advantages c. strengths and weaknesses; opportunities and threats d. opportunities and threats; strengths and weaknesses e. distinctive competencies; core capabilities
distinctive competencies; core capabilities
